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Agenda Introduction Aligning Expectations What is a team? Difference between a Team and a Group Phases of Team Growth Characteristics of an effective Team 11 Cs Importance of Team Building Decision Making in Teams
Move it buddy.starting exercise Stand in a circle, with one person in the middle. When the person in the middle says so, participants will be given 30 seconds to one minute to memorize the first, middle, and last name of the person to their left and right. After the minute is over, the person in the middle will point to somebody and say left or right. If he or she pauses or stumbles saying the full name, he or she is then in the middle. If everyone seems to know each others names right away, the person in the middle can call out, Move It Buddy! and everyone must rush to a new space and begin memorizing names again.
What is a Team???
A team is a small number of people with complementary skills who are committed to a common purpose, performance goals, and approach for which they are mutually accountable. People working together in a committed way to achieve a common goal or mission. The work is interdependent and team members share responsibility and hold themselves accountable for attaining the results
The success of a group is often measured by its final results, not necessarily the process used to arrive at those results. Group building can literally take only a few minutes
Coming together is a Beginning Keeping together is Progress; and Working together is Success
Henry Ford
FROM Directing Competing Relying on rules Lecturing Consistency Secrecy Passive Isolated decisions Results thinking
TO Guiding Collaborating Relying on guidelines Team activities Diversity Openness/ Sharing Active Involvement of others Process thinking
Phases of Team Growth Forming Storming Norming Performing Adjourning & Transforming
http://www.youtube.com/watch?v=vadSvTzMYvA&feature=related
http://www.youtube.com/watch?v=ZGd24140Ml8&feature=related
http://www.youtube.com/watch?v=EiSYYjsZSW0&feature=related (coaching)
Team Members Become less dissatisfied as ways of working together become clear Begin to respect each others differences and develop feelings of respect More harmony and trust within the team Leader Action Strategies Involve team in decision making and problem solving Support team in setting goals and standards Encourage and acknowledge team progress Supporting style of leadership http://www.youtube.com/watch?v=nH3Rs_D1Rck&feature=related
Leader Action Strategies Serve as source for the team Monitor goals and performance in terms of review process Interface between team and the larger organization Delegating style of leadership http://www.youtube.com/watch?v=Mejw5A2Ak5I&feature=related
Leader Action Strategies Accept own feelings of loss Acknowledge the feelings of others Increase directive and supportive behavior
Strong Leadership
Every team has a leader. The way the leader deals with each individual team member is paramount to the effectiveness of the team. A strong leader is demanding, and yet personable. Controlling and yet flexible. A strong leader does not play favoritism and does not have a hidden agenda Strong leaders protect their teams In a highly effective team, the leader is proud of each team members accomplishments, just like a parent would be.
Trust exists among team members and with the leader When a team operates at optimum effectiveness, there is little or no politics involved Criticisms are good natured, constructive and open Team members support each other and never let outside forces break the trust that exists within the team.
Respect
In a highly effective team, team members respect each other and their leader.
Respect comes naturally because each team member was carefully selected by the leader and they had to prove themselves to be on par with other team members.
Unity
Highly effective teams are unbreakable The teams unity will be challenged One of the characteristics of highly effective teams is loyalty.
Complementary Skills
Bursts of synergistic energy abound
In a problem solving session, a solution is suggested by one member, refined by another, challenged by a third, until the perfect solution is crafted in a challenging and yet respectful session of solution refinements
Team members are not afraid of admitting what they dont know.
Open Communication
Highly effective teams communicate openly and often. Communication is direct
Mutual respect and trust allow the team to communicate openly and bring their best ideas forth
It is not uncommon to have one team member deliver a message that the other was just about to say.
Lack of Selfishness
The clich that there is no i in team is absolutely applicable to these teams
Members of highly effective teams do not need to outdo each other in order to be noticed and praised by their leader
11 Cs
For the team to Succeed
Clear Expectations Expectations have to be communicated clearly for the teams performance and expected outcomes. Team members should understand why the team was created. The work of the team should receive sufficient emphasis as a priority in terms of the time, discussion, attention and interest directed its way by executive leaders.
Context Team members should understand why they are participating on the team. The team members should be able to define their teams importance The team should understand where its work fits in the total context of the organizations goals, principles, vision and values.
Commitment Do team members want to participate on the team? Do team membersfeel the team mission is important? Are members committed to accomplishing the team mission and expected outcomes? Do team members perceive their service as valuable? Do team members anticipate recognition for their contributions? Do team members expect their skills to grow and develop on the team? Are team members excited and challenged by the team opportunity?
Competence Does the team feel that it has the appropriate people participating? Does the team feel that its members have the knowledge, skill and capability to address the issues for which the team was formed? If not, does the team have access to the help it needs? Does the team feel it has the resources, strategies and support needed to accomplish its mission?
Charter Has the team taken its assigned area of responsibility and designed its own mission, vision and strategies to accomplish the mission. Has the team defined and communicated its goals; its anticipated outcomes and contributions; its timelines; and how it will measure both the outcomes of its work and the process the team followed to accomplish their task? Does the leadership team or other coordinating group support what the team has designed?
Control Does the team have enough freedom and empowerment to feel the ownership necessary to accomplish its charter? At the same time, do team members clearly understand their boundaries? How far may members go in pursuit of solutions? Are limitations (i.e. monetary and time resources) defined at the beginning of the project before the team experiences barriers and rework?
Collaboration
Does the team understand team and group process? Do members understand the stages of group development? Are team members working together effectively interpersonally? Do all team members understand the roles and responsibilities of team members? team leaders? team recorders? Can the team approach problem solving, process improvement, goal setting and measurement jointly? Do team members cooperate to accomplish the team charter? Has the team established group norms or rules of conduct in areas such as conflict resolution, consensus decision making and meeting management? Is the team using an appropriate strategy to accomplish its action plan?
Mine fieldexercise
Mine field This is a great exercise if you have a large room or outdoor field. Set up a 'mine field' using chairs, balls, cones, boxes, or any other object that could potentially be an obstacle and trip someone up. Leave enough space between the objects for someone to walk through. Next, divide your group into pairs. Pay attention to who you match with whom. This is a perfect opportunity to work on relationships, so you might want to put together people who have trust issues with each other. Blindfold one person, the 'mine walker' this person is not allowed to talk. Ask his or her partner to stay outside the mine field, and give verbal directions, helping the mine walker avoid the obstacles, and reach the other side of the area. Before you begin, allow partners a few minutes to plan how they'll communicate. Then, make sure there are consequences when people hit an obstacle. For example, perhaps they have to start again from the beginning.
Communication
Are team members clear about the priority of their tasks? Is there an established method for the teams to give feedback and receive honest performance feedback? Do the teams understand the complete context for their existence? Do team members communicate clearly and honestly with each other? Do team members bring diverse opinions to the table? Are necessary conflicts raised and addressed?
Creative Innovation
Is the team really convinced in change? Does it value creative thinking, unique solutions, and new ideas? Does it reward people who take reasonable risks to make improvements? Or does it reward the people who fit in and maintain the status quo? Does it provide the training, education, access to books and films, and field trips necessary to stimulate new thinking?
Consequences
Do team members feel responsible and accountable for team achievements? Are rewards and recognition supplied when teams are successful? Is reasonable risk respected and encouraged in the organization? Do team members fear reprisal? Do team members spend their time finger pointing rather than resolving problems? Is the organization designing reward systems that recognize both team and individual performance? Is the organization planning to share gains and increased profitability with team and individual contributors? Can contributors see their impact on increased organization success?
Coordination
Are teams coordinated by a central leadership team that assists the groups to obtain what they need for success? Have priorities and resource allocation been planned across departments? Do teams understand the concept of the internal customerthe next process, anyone to whom they provide a product or a service? Are cross-functional and multi-department teams common and working together effectively? Is the organization developing a customer-focused process-focused orientation and moving away from traditional departmental thinking?
Once upon a time a tortoise and a hare had an argument about who was faster. They decided to settle the argument with a race. They agreed on a route and started off the race.
The hare shot ahead and ran briskly for some time. Then seeing that he was far ahead of the tortoise, he thought he'd sit under a tree for some time and relax before continuing the race.
He sat under the tree and soon fell asleep. The tortoise plodding on overtook him and soon finished the race, emerging as the undisputed champ. The hare woke up and realized that he'd lost the race. The moral of the story is that
This is the version of the story that we've all grown up with.
But then recently, someone told me a more interesting version of this story. It continues.
The hare was disappointed at losing the race and he did some Defect Prevention (Root Cause Analysis). He realized that he'd lost the race only because he had been overconfident, careless and lax.
If he had not taken things for granted, there's no way the tortoise could have beaten him. So he challenged the tortoise to another race. The tortoise agreed.
This time, the hare went all out and ran without stopping from start to finish. He won by several miles.
Fast and consistent will always beat the slow and steady.
But the story doesn't end here. The tortoise did some thinking this time, and realized that there's no way he can beat the hare in a race the way it was currently formatted.
He thought for a while, and then challenged the hare to another race, but on a slightly different route.
The hare agreed. They started off. In keeping with his self-made commitment to be consistently fast, the hare took off and ran at top speed until he came to a broad river.
The finishing line was a couple of kilometers on the other side of the river.
The hare sat there wondering what to do. In the meantime the tortoise trundled along, got into the river, swam to the opposite bank, continued walking and finished the race.
The moral of the story? First identify your core competency and then change the playing field to suit your core competency.
The hare and the tortoise, by this time, had become pretty good friends and they did some thinking together. Both realized that the last race could have been run much better.
So they decided to do the last race again, but to run as a team this time.
They started off, and this time the hare carried the tortoise till the riverbank. There, the tortoise took over and swam across with the hare on his back.
On the opposite bank, the hare again carried the tortoise and they reached the finishing line together. They both felt a greater sense of satisfaction than they'd felt earlier.
The moral of the story? It's good to be individually brilliant and to have strong core competencies; but unless you're able to work in a team and harness each other's core competencies, you'll always perform below par because there will always be situations at which you'll do poorly and someone else does well.
Teamwork is mainly about situational leadership, letting the person with the relevant core competency for a situation take leadership.
Note that neither the hare nor the tortoise gave up after failures. The hare decided to work harder and put in more effort after his failure. The tortoise changed his strategy because he was already working as hard as he could. In life, when faced with failure, sometimes it is appropriate to work harder and put in more effort.
Sometimes it is appropriate to change strategy and try something different. And sometimes it is appropriate to do both.
The hare and the tortoise also learnt another vital lesson. When we stop competing against a rival and instead start competing against the situation, we perform far better.
To sum up, the story of the hare and tortoise teaches us many things. Important lessons are:
that fast and consistent will always beat slow and steady; work to your competencies; pooling resources and working as a team will always beat individual performers; never give up when faced with failure; and finally, compete against the situation. Not against a rival.
Everyone wants to feel that they are on a winning team, that the company is moving ahead, and that they are an integral part of the group.
Importance of Team Building The way Stephen Covey sums up leadership in the modern business world can be directly applied to team building and ducks: Synergy comes naturally from the quality of the relationship, the friendship, trust, and love that unites people. ~ Stephen Covey
The Duck's Story of Natural Synergy In formation, ducks fly 71% farther than any single duck that flies on it's own.
Ideas Are Team Glue They Either Stick or They don't Build teamwork into the DNA of your organization. Change the way your organization connects emotionally to your people by changing the way you communicate your ideas. Connect emotionally by meeting the psychological needs of your teams. If an individual's thoughts and actions aren't in alignment with those of the organization, both are degraded. The importance of team building is creating synergistic teams of individuals who are in alignment with the organizational ideas and structure of which they are a part. In a rapidly changing world filled with complex environmental issues, a border-less global economy, and ever increasing competition, the importance of team building takes on a dangerously sharp edge. It's simple, if you don't realize the importance of team building and don't build teams that get the job done, your organizational goose is cooked.
Building the winning team requires more than just hiring a bunch of talented people
It means hiring people who will work well together. It means developing a shared vision and commitment. It means physically bringing people together in formal group meetings for open discussion of broad-based issues. It means encouraging positive, informal interactions between group members. It means instilling a "winning" attitude throughout the organization. It means watching for and quickly trying to reverse team-building problems such as jealousy, cynicism, and defensive behavior.
Jealousy
Cynicism
http://www.youtube.com/watch?v=SX6PApBECRE&feature=related
Lack of Confidence
Autocratic
Democratic
Consultative
16 Girls ,different states, different backgrounds,different skills sets but one dream-----WINNING
http://www.youtube.com/watch?v=33uTkf4Ns2k - Teamwork
Those who do not play for the common goal should be ruthlessly dealt with in and kept OUT of the TEAM
http://www.youtube.com/watch?v=-3iAxPk-4uI - Respect
Have each and every team member work unselfishly towards a common goal
Team members should participate in the team and commitment is very important
Team must have deep interaction and longer term view of benefits
http://www.youtube.com/watch?v=1wBafH536YY